scholarly journals Penyusunan Panduan Mandiri Pengembangan Kompetensi Agen Perubahan Internal

MANASA ◽  
2021 ◽  
Vol 10 (2) ◽  
pp. 69-86
Author(s):  
Leonardus Dewa Hardana ◽  
Rayini Dahesihsari
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Change Agent ◽  
Change Agents ◽  
Boundary Spanning ◽  
Internal Boundary ◽  
Main Challenge ◽  
Internal Change ◽  
The Right

Abstract The main challenge for internal change agents is to overcome the ambiguity of their role as members of the organization who at the same time have to manage change in the organization. These challenges lead to the emergence of various boundaries encountered in organizations, which need to be spanned with the right strategy for change to be managed effectively. Unfortunately, there have not been many guidelines and training specifically provided to internal change agents, particularly regarding the constraints encountered and strategies for overcoming those boundaries. Generally, available training programs and guidance provided develop the ability to manage change in general. This self-guided manual for internal change agents aims to develop the ability of internal change agents, especially in overcoming the ambiguity of their role in the organization, by recognizing the boundaries they face and strategies for breaking those boundaries. This guide was developed based on the results of previous research that qualitatively explored the role of internal change agents in managing change in organizations, particularly in recognizing the boundaries encountered and their strategies for breaking boundaries so that organizational change can take place effectively. There are 3 stages carried out, namely 1) preparation, 2) guide development, and 3) evaluation and dissemination. This guidebook with the title “Spanning Boundaries, Becoming a Reliable Internal Change Agent” is organized into 4 parts, namely: Section (1) Organizational Change and the Role of Change Agents, (2) Boundaries Found in Implementing Change, (3) Strategies to Overcome Boundaries, (4) Personal Characters Needed to Overcome Boundaries and How to Develop It. It is hoped that because it is based on empirical data, the guidelines that have been compiled can develop the insight of internal change agents to be able to answer the concrete challenges faced to be able to manage change effectively. Keywords: Self-Guided Manual, Internal Change Agent, Boundary Spanning, Change Management   Abstrak Tantangan utama agen perubahan internal adalah mengatasi ambiguitas perannya sebagai anggota organisasi yang pada saat yang bersamaan harus mengelola perubahan di organisasi. Tantangan ini menyebabkan munculnya berbagai batasan yang ditemui dalam organisasi, yang perlu dapat diretas dengan strategi yang tepat agar perubahan dapat dikelola secara efektif. Sayangnya belum banyak ditemukan panduan dan pelatihan yang khusus diberikan kepada agen perubahan internal, khususnya terkait dengan batasan yang ditemui dan strategi untuk meretas batasan tersebut. Umumnya program pelatihan dan panduan yang diberikan mengembangkan kemampuan mengelola perubahan secara umum. Panduan mandiri (self guided manual) untuk agen perubahan internal ini bertujuan untuk mengembangkan kemampuan agen perubahan internal, khususnya dalam mengatasi ambiguitas perannya dalam organisasi, dengan mengenali batasan yang dihadapi serta strategi meretas batasan tersebut. Panduan ini dikembangkan berdasar hasil penelitian yang dilakukan sebelumnya yang mengeksplorasi secara kualitatif peran agen perubahan internal dalam mengelola perubahan dalam organisasi, khususnya dalam mengenali batasan yang ditemui serta strategi mereka dalam meretas batasan agar perubahan organisasi dapat berlangsung secara efektif. Terdapat 3 tahapan yang dijalankan, yakni tahapan 1) persiapan, 2) pengembangan panduan, dan 3) evaluasi dan diseminasi. Panduan dengan judul “Meretas Batasan, Menjadi Agen Perubahan Internal yang Handal” disusun menjadi 4 bagian, yakni: Bagian (1) Perubahan Organisasi dan Peran Agen Perubahan, (2) Boundary yang Ditemui dalam Mengimplementasi Perubahan, (3) Strategi Mengatasi Boundary, (4) Karakter Personal yang Dibutuhkan untuk Mengatasi Boundary dan Cara Mengembangkannya. Diharapkan karena didasarkan pada data empiris, maka panduan yang disusun dapat mengembangkan wawasan agen perubahan internal untuk dapat menjawab tantangan konkrit yang dihadapi agar mampu mengelola perubahan secara efektif. Kata kunci: Panduan Mandiri, Agen Perubahan Internal, Boundary Spanning, Change Management

scholarly journals The relevance of transformational leadership in shaping employee attitudes towards organizational change

2014 ◽  
Vol 59 (200) ◽  
pp. 131-162 ◽  
Author(s):  
Suada Penava ◽  
Dzevad Sehic
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Change Agent ◽  
Change Agents ◽  
Employee Attitudes ◽  
Organizational Changes ◽  
Attitudes And Behaviors ◽  
The Subject ◽  
The Impact

The subject of the research presented in this paper is the role of the leadership of change agents in the implementation of organizational change. The focus of research is on the micro-aspect of change, specifically on the impact of changes in employees and their attitudes and behaviors that have a direct and significant impact on change success. The results of empirical research conducted in one Bosnian company show that the transformational behavior of the change agent is not equally relevant and effective in the case of the three organizational changes implemented in the company. The explanation for this can be found in the characteristics of the changes themselves, both those related to their cause and those related to the depth of the intervention and the expected consequences of change in the organizational culture.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

Resistance to Organizational Change in Academia

2021 ◽  
pp. 1451-1471
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

‘Kill Bill’ and the change agent: A multi-genre approach to organizational stories

2011 ◽  
Vol 17 (6) ◽  
pp. 797-811
Author(s):  
Melanie Bryant ◽  
Jennifer Frahm
Keyword(s):  
Organizational Change ◽  
Change Agent ◽  
Communication Strategies ◽  
Change Agents ◽  
Multiple Modes ◽  
Change Communication ◽  
The Future ◽  
Organizational Stories ◽  
Communication Interventions ◽  
Genre Change

AbstractThis paper argues that change practitioners could benefit from expanding change communication strategies to allow for the emergence and use of multi-genre change stories in place of minimalist storylines. We argue that minimalist storylines do not acknowledge the polyvocal view of change that has been discussed in storytelling theory or engage with multiple modes of understanding and suggest that change agents adopt a multi-genre approach to storytelling to address this gap. Drawing from Quentin Tarantino's movies Kill Bill 1 & 2 as an example of how stories can be constructed, this paper proposes that the use of multiple story genres increases the likelihood of audiences finding a genre they can relate to, thus increasing better audience reach. Findings suggest that existing change narrative types can be viewed as genres of organizational change and added to change agents' repertoires to make change communication interventions more appropriate and appealing to employees. While our paper aims to provide a conceptual way forward for change agents, we acknowledge that change agents need to engage with living stories in the future. Living stories recognize the multiple loose ends developed from past and present change experiences that can be used to construct new stories, which are more likely to transform organizations and acknowledge the unfolding nature of change.

scholarly journals Collaboration, compassion and conversation: Exploring change management trends and strategies

2021 ◽  
Author(s):  
Corinne Impey
Keyword(s):  
Organizational Change ◽  
Best Practices ◽  
Change Management ◽  
Research Project ◽  
Organizational Transition ◽  
Implementing Change ◽  
Current Trends ◽  
Online Business ◽  
Change Efforts

This research project explores current trends in organizational change management as characterized in online business publications. Specifically, with the intention of developing an understanding of current trends, I examine areas of consensus and debate within change management content by analyzing blogs and articles on the topic of organizational change. With a particular emphasis on the role of communication and communicators, the goal is to develop an understanding of how business journalists and bloggers explain the role of communication during times of organizational transition. Developing a greater understanding of current trends in change management has the potential to assist employees who are responsible for implementing change by providing up-to-date insights and best practices for executing change programs. Furthermore, by focusing on the role of communication during and about change efforts, this project could also contribute to an understanding of how professional communicators should engage in organizational change efforts.

scholarly journals IMPACT OF ETHICS, STRESS AND TRUST ON CHANGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATION

2021 ◽  
Vol 37 (01) ◽  
pp. 43-54
Author(s):  
Sayed Fayaz Ahmad ◽  
Muhammad Ibrahim ◽  
Abid Hussain Nadeem
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Change Management ◽  
Strong Relationship ◽  
Workplace Stress ◽  
Working Environment ◽  
Managerial Implication ◽  
Organizational Goals ◽  
Public Sector Organizations ◽  
The Right

The aim of the study is to find out a successful way of managing the organizational change in public sector organizations. The research is based on a structured questionnaire survey. The data was collected in some of the top public sector organizations in Pakistan. The study suggests that Stress, Trust, and Ethics have a strong relationship with Organizational Change Management. Organizations must minimize the workplace stress, maximize trust of workers on management and organization and ensure ethics for organization change management. The managerial implication of the research is, bringing and making any organizational change is very difficult without employee-friendly working environment of the organization. The results of the study make it easy, how to put employees on the right track for achieving organizational goals and objectives in any Organizational Change by using Facilitation.

Resistance to Organizational Change in Academia

2019 ◽  
pp. 361-381
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

Facing Organizational Change

2021 ◽  
pp. 742-760
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Common Sense ◽  
Change Agent ◽  
Change Agents ◽  
Point Of View ◽  
Evidence Based ◽  
Change Agency ◽  
Academic World ◽  
Skill Mismatch ◽  
The Common

This chapter aims to present the obstacles both scholars and practitioners must overcome in facing organizational change. Indeed, too often practitioners lack any rigorous evidence-based background and rely on their previous experience and common sense. At the same time, scholars too often work in a very separated academic world, thus ignoring the actual problems that professionals face in actual firms. Being both a scholar and a practitioner, the author highlights the common challenges likely to be faced by change agents when facilitating organizational change: recognizing the readiness of the involved people to change, their skill mismatch, their previous change history, and the level of cynicism. A fully reflective change agent must consider these factors in designing and implementing an evidence-based organizational change and development (EBOCD) initiative and change agency process if he or she wishes to achieve positive outcomes both from the organizational and the involved people's point of view.

Leadership and change management to transform tertiary agricultural education institutions.

2021 ◽  
pp. 109-125
Author(s):  
Mabel Imbuga ◽  
Daniel N. Sila ◽  
John Wesonga
Keyword(s):  
Organizational Change ◽  
Best Practices ◽  
Change Management ◽  
Agricultural Education ◽  
Leadership Practices ◽  
Leadership And Change

Abstract This chapter explores the concepts of leadership and change management within the context of transforming Africa's tertiary agricultural education (TAE) sector, and more specifically its universities. Sections 6.2 and 6.3 focus on existing leadership practices in African TAE institutions and a vision for their future transformation. Sections 6.4 and 6.5 more specifically address the role of leadership in effecting this transformation, and best practices for such leadership. Section 6.6 analyses the challenges associated with successfully managing organizational change. Section 6.7 provides a brief conclusion.

scholarly journals THE IMPORTANCE OF A TRANSFORMATIONAL LEADERSHIP MODEL IN MANAGING ORGANIZATIONAL CULTURE

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Salsabiila Astari Putri ◽  
Alif Mirzania ◽  
Dr. Dody Hartanto, M.Pd
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Change ◽  
Change Management ◽  
Positive Relationship ◽  
Leadership Model ◽  
Significant Positive Relationship ◽  
Complex Processes ◽  
Change Leaders ◽  
The Right

In today's world conditions, everything can change very quickly. Change management is a series of systematic and complex processes that must be carried out by an organization to survive. Changes in the organization must be able to be managed properly to achieve the goals desired by the organization. Besides that, the organization as a complex unit also consists of various cultures. In this case, one of the right steps, so that management of organizational change can be managed properly, is by determining change leaders with transformational leadership models. Through review journals, a significant positive relationship between transformational leadership and the management of change within the organization will be presented.

Sign in / Sign up

Export Citation Format

Share Document